Most CEOs are business leaders rather than technology leaders, which creates a blind spot. Technology is the fastest-changing segment of the economy, so the risks multiply. Removing the blind spot in the C-suite helps an organization grasp all the tools it needs to succeed.
Covid raised IT's profile to levels never seen before, and CEOs now feel better about its enabling impact. Departments unprepared for the surge saw changes in leadership, funding or both. Look to your IT leaders for real enhancements to the business model, not just basic capabilities or efficiencies.
AI is seldom as simple as business leaders want or some AI service companies claim. Without significant preparation, there are substantial risks of false positives and false negatives from AI models. A set of readiness questions helps you judge whether your organization is ready for AI.
Business executives, and even some CIOs, often see the help desk as a necessity with limited impact potential. That attitude drives a mindset of cost control. If your service desk was hit by the great resignation, consider what you give up by not fully restaffing it.
Preparing the annual IT budget is work many tech leaders dread, even as a percentage change on last year. Two types of IT costs call for two different mindsets. A framework for surfacing ideas for innovation capital helps you grasp this exciting time of innovation and transformation.
Managed services renewals are decided in boardrooms by executives who increasingly want to talk about AI and modernization rather than uptime. White-labeled vCIO strategy lets an MSP move from stack operator to boardroom voice at the right price. It stays ready when needed and invisible when not.
Mid-market IT leaders know the meeting where every department head argues for their project to top the roadmap. The problem is not the projects but the process for choosing between them. A common framework with a transparent score moves the discussion to the right sequence for maximum impact.
Brainstorming, a group technique for gathering ideas spontaneously, can fall victim to human nature. A better solution is to assign pre-work for initial ideation. Draw on the people who live with the demands, pros and cons of the current business model every day.
Business executives set the IT bar too low because they lack the time and background to focus on technology. Without context on what is possible, they struggle to set or push for a vision of its full impact. IT leaders set the bar too low as well.
Founder Jeff Roberts was interviewed by Corey Prator, founder of Consortium Partners, about Innovation Vista's purpose and approach. The conversation explores how the firm helps leaders broaden their minds on the business potential of IT.
In 2018 Justin Trudeau said the pace of change has never been this fast yet will never be this slow again. For mid-market executives it now reads like a validated threat. The winners will be leaders who stop waiting for the storm to pass and build in the rain.
Paying by the drink beats buying a bottle when a bottle is beyond your means, and so it is with Virtual CIOs. For organizations with high needs and IT complexity but limited budgets, it brings in the right wine. The post also explains why its case studies are anonymous.
